Anoher Approach to Transforming Project Delivery: Creating a Shared Mind

Kristin Hill1, Christine Silvon2 & John Draper3

1Associate Principal, Lean Project Consulting, 625 Main Street, Louisville, CO 80027. 1 303 665 8191, Khill@leanproject.com
2Project Coach, Lean Project Consulting, 625 Main Street, Louisville, CO 80027, 1 303 665 8191, CSlivon@leanproject.com
3Senior Project Coach, Lean Project Consulting, 625 Main Street, Louisville, CO 80027. 1 303 665 8191, Jdraper@leanproject.com

Abstract

The principles and practices of lean project delivery can be difficult for successful managers to accept. As in manufacturing, the shift to lean in project settings calls for a deep change in perspective, understanding and practice: a paradigm change. Most efforts to implement lean construction begin with pilot or laboratory projects designed to put teams in action using the Last Planner System®. This process-centred approach, while successful in the short term, is difficult to extend or sustain as participants do not yet understand the extent and nature of the change necessary or the opportunities it offers. Too often, early gains are lost as teams using lean approaches layered on or attached to traditional practices drift back to their old ways. This paper describes the use of Study Action Teams (SAT) to create a new sensibility, a way of thinking, or indeed a “shared mind” in a project team. The paper will discuss why a shared mind matters and how a SAT creates a shared mind, and will describe the SAT team and process. Participant comments and examples of resulting new leadership and team actions will be included.

Keywords

Study Action Teams, Leadership, Lean Project Delivery

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Reference

Hill, K. , Silvon, C. & Draper, J. 2007, 'Anoher Approach to Transforming Project Delivery: Creating a Shared Mind' In:, Pasquire, C.L, C.L. & Tzortzopoulos, P., 15th Annual Conference of the International Group for Lean Construction. East Lansing, Michigan, USA, 18-20 Jul 2007. pp 417-422

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